Hsieh's Four Dimensions Of The CVF Model

The CVF model has four dimensions and is categorized by internal-external and flexibility-control. The internal orientation focuses on the integration of activities, development, coordination and collaboration. The external part focuses on the market, what is possible with the latest technology, what competitors are doing, and what customers seem to want. Each company, depending on what arena they operate in, will lean more towards internal or external than the other but it is necessary to acknowledge both so an organization has more of a chance to be successful after the first eighteen months. The second dimension in this chart is the stability-flexibility part. For these two aspects, the organization has to do either one or the other
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If someone does not match the company's value but intellectually is more knowledgeable than another candidate, Hsieh will still not hire them because it could negatively affect the culture which could result in the company going to the ground. Here we see Hsieh focusing on involvement from the Denison’s organizational culture model. Hsieh even took a year to formulate his mission statement because he realized this would be the basis of the values and ideological underpinnings of his company. Overall it would affect the organizational culture.
Lazaruth was very strong in her opinion of how important culture in the organization is. The main point she shared was whatever a company's organizational culture is, the company must be consistent with it. Lazaruth is focusing on the consistency factor in the Denison’s organizational culture model. She was not saying one should not change the culture if it is not working, but you must be 100% invested into walking the walk and not just talking the talk of what the culture is at the time. If the culture works well for the company, there is no need to change it. After commenting on being consistent, she shared a story that happened within